EDMS business strategyEDMS business strategy

David Brown

IIM seminar26 September 2006

David Brown

IIM seminar26 September 2006

ThemesThemes

Strategy for local/global implementation

Gaining senior management and staff support

Technology alignmentPolitics of selling DM and RM

Strategy for local/global implementation

Gaining senior management and staff support

Technology alignmentPolitics of selling DM and RM

The views expressed in this presentation are not necessarily those of my employer

OutlineOutline

No general how-to rulesStages in the firm’s DMS story

approachachievements issues raised in each stagecomments on the issues

No general how-to rulesStages in the firm’s DMS story

approachachievements issues raised in each stagecomments on the issues

Political themesPolitical themes

EDMS protagonists and their environment are not neutral

A struggle to sell a world-view in a crowded selling space

Organisational ‘hypocrisy’ (Brunsson)

Ritual and rationalismhard is soft; soft is hard

Technology is people

EDMS protagonists and their environment are not neutral

A struggle to sell a world-view in a crowded selling space

Organisational ‘hypocrisy’ (Brunsson)

Ritual and rationalismhard is soft; soft is hard

Technology is people

About KPMGAbout KPMG

Audit, tax, advisoryDocuments are importantClient information, KPMG actions

and informationPrimary record is paper

Audit, tax, advisoryDocuments are importantClient information, KPMG actions

and informationPrimary record is paper

Pre EDMS approach Pre EDMS approach

National document management framework 2-3 yearsall offices, all divisionspaper filesfile servers

National document management framework 2-3 yearsall offices, all divisionspaper filesfile servers

Pre EDMS achievementsPre EDMS achievements

National DM frameworkAcceptance of DM as a business

activity RM maturity

National DM frameworkAcceptance of DM as a business

activity RM maturity

Pre EDMS issuesPre EDMS issues

Latent recognition of the significance of document management

Opportunity to tap the effort that already goes into DMminimise sense of additional effort‘doing X instead of Y’

Latent recognition of the significance of document management

Opportunity to tap the effort that already goes into DMminimise sense of additional effort‘doing X instead of Y’

Pre EDMS commentPre EDMS comment

Records quality driven by professional practice

Records quality driven by professional practice

Plan APlan A

National generic DMSNational generic DMS

Plan A approachPlan A approach

Information sessionsFunctional requirementsProduct evaluationRisk management auspiceStandard EDMS implementation

Information sessionsFunctional requirementsProduct evaluationRisk management auspiceStandard EDMS implementation

Plan A achievementsPlan A achievements

Management acceptance and awareness of DMS

Recognition of the role of DMS in mitigating risk

Functional requirements

But… the generic approach was trumped by a strong divisional initiative

Management acceptance and awareness of DMS

Recognition of the role of DMS in mitigating risk

Functional requirements

But… the generic approach was trumped by a strong divisional initiative

Plan A issuesPlan A issues

Although things were going well with the generic approach, we were glad to have a business initiative to hang the EDMS off

Although things were going well with the generic approach, we were glad to have a business initiative to hang the EDMS off

Plan A commentPlan A comment

Getting top-level buy-in is relatively easy

Getting action and bums on seats is hard

Framing DM within a business initiative is good selling and good practice

Getting top-level buy-in is relatively easy

Getting action and bums on seats is hard

Framing DM within a business initiative is good selling and good practice

Plan BPlan B

Vertically integrated DMSVertically integrated DMS

Plan B approachPlan B approach

Single service lineFocus on efficiencyFull automated business processWorkflow, dashboards, wizardsDetailed business process

requirements

Single service lineFocus on efficiencyFull automated business processWorkflow, dashboards, wizardsDetailed business process

requirements

Plan B achievementsPlan B achievements

Selection of a DMS application Executive approval of resources Recognition of the role of DMS in

delivering efficiency Understanding of business requirements

But… our national project was trumped by a global initiative

Selection of a DMS application Executive approval of resources Recognition of the role of DMS in

delivering efficiency Understanding of business requirements

But… our national project was trumped by a global initiative

Plan B issuesPlan B issues

Integration problems with another application in-house professional productoff-line team-working tool

Integration problems with another application in-house professional productoff-line team-working tool

Plan B commentPlan B comment

The importance of a business-driven agendanot technologynot administrative red tape

The importance of a business-driven agendanot technologynot administrative red tape

Plan CPlan C

Global standard DMSGlobal standard DMS

Plan C approachPlan C approach

A single global product standard Document management, content

management, email journaling and records management

Rigorous selection process over 6 months and 3 continents

Strong Australian involvement product assessment evaluation of workflow capability

A single global product standard Document management, content

management, email journaling and records management

Rigorous selection process over 6 months and 3 continents

Strong Australian involvement product assessment evaluation of workflow capability

Plan C achievementsPlan C achievements

A single DMS product standardDM and RM only

Support network, shared experience

Economies of scaleUnderstanding the importance of

workflowOur national initiative goes global

A single DMS product standardDM and RM only

Support network, shared experience

Economies of scaleUnderstanding the importance of

workflowOur national initiative goes global

Plan C issuesPlan C issues

Global homogeneity and delay or local initiative, relevance and momentum

Multiple perspectives on DM Limitations of broad technology

agendas Documentation as process rather than

stuff Impact of the IT landscape

Multifunctional EDM systems bump into other IT systems

Global homogeneity and delay or local initiative, relevance and momentum

Multiple perspectives on DM Limitations of broad technology

agendas Documentation as process rather than

stuff Impact of the IT landscape

Multifunctional EDM systems bump into other IT systems

Plan C commentPlan C comment

Central projects tend to be more technology-driven

Loss of business context Navigating multiple frames

DM, RM, CM, WF IT agendas

data frame Microsoft frames

limitations of the RM frame — documentation as stuff

Central projects tend to be more technology-driven

Loss of business context Navigating multiple frames

DM, RM, CM, WF IT agendas

data frame Microsoft frames

limitations of the RM frame — documentation as stuff

Plan DPlan D

National generic DMSNational generic DMS

Plan D approachPlan D approach

Two-phased implementationfirm-wide roll-out of generic DMSdivisional business process

improvement programLimiting technology and change

risksStrong change management

e-mail pilot

Two-phased implementationfirm-wide roll-out of generic DMSdivisional business process

improvement programLimiting technology and change

risksStrong change management

e-mail pilot

Plan D planned achievementsPlan D planned achievements

Greater staff awareness of their compliance responsibilities

Improved sharing of information across the organisation

Skills in using DMSPlatform for business process

improvement

Greater staff awareness of their compliance responsibilities

Improved sharing of information across the organisation

Skills in using DMSPlatform for business process

improvement

Plan D issuesPlan D issues

Staff commitment to implementationManagement commitment to

planning, migrating, communicating and training

Conflicted role of DMBusiness owner of EDMS ORSystem deliverer

Staff commitment to implementationManagement commitment to

planning, migrating, communicating and training

Conflicted role of DMBusiness owner of EDMS ORSystem deliverer

CommentComment

Managing ‘hypocrisy’ (Brunsson)extending involvement in selling

Communication is talk, silence, action and inaction, sequence

Managing ‘hypocrisy’ (Brunsson)extending involvement in selling

Communication is talk, silence, action and inaction, sequence

Plan EPlan E

Business process developmentBusiness process development

Plan E approachPlan E approach

Business-initiated projects using DMS workflow practice management system (SAP)

Support with business analystsUsing phases to control scopeGet the business to accept

development risks

Business-initiated projects using DMS workflow practice management system (SAP)

Support with business analystsUsing phases to control scopeGet the business to accept

development risks

Plan E planned achievementsPlan E planned achievements

Program of efficiency-driven initiatives

In-house BPM capacityElectronic engagement files

scanningprimary record is electronic

Program of efficiency-driven initiatives

In-house BPM capacityElectronic engagement files

scanningprimary record is electronic

Plan E issuesPlan E issues

Harnessing business initiativeDecentralised management and

resourcingEDMS just one of a suite of

applications

Harnessing business initiativeDecentralised management and

resourcingEDMS just one of a suite of

applications

Plan E commentPlan E comment

Avoiding technology-driven initiatives

Avoiding technology languageDM and EDMS are intersecting

worlds

Avoiding technology-driven initiatives

Avoiding technology languageDM and EDMS are intersecting

worlds

ConclusionConclusion

Plans don’t end, they just changeKeep moving through the maturity

model

Plans don’t end, they just changeKeep moving through the maturity

model

Panel discussionPanel discussion